Outline Strategic Framework Model for Pan London Construction Project Initiation Document – Funding Request for £40,000

**PLEASE NOTE:** Capital Ambition does not support projects that benefit single authorities. Proposals should usually be joint submissions or be submitted by a lead partner on behalf of others. In exceptional circumstances Capital Ambition may support a bid but it must demonstrate specifically the value of outcomes and learning and how it can then be transferred to other organisations.

**Revision History**

| Version | Created | Reasons for/Summary of Changes | Author | |---------|-----------|--------------------------------|--------------| | 0.1 | 14.01.2010| First draft | Michael Wood | | Small Project/Feasibility Study/Research – 50k and under | |--------------------------------------------------------| | **Title of Project/Feasibility/Research Study** | Outline Strategic Framework Model for Pan London Construction | | Please ensure that the title clearly describes the remit of the project. Capital Ambition may rename a project for clarity and to differentiate it from others. | | **Lead Authority:** | Lead: Haringey Council on behalf of the Interim Board for Construction, chaired by Mike More (CEX Westminster Council) | | Other partners involved in submission of Bid: | Other partners: Redbridge, Hackney, Westminster, Barking & Dagenham and Sutton | | **Name of Project/Contract Manager:** | Michael Wood | | **Contact Details of Project/Contract manager:** | 020 8489 2120 | | **Is this a Feasibility/Research Study? (Yes/No)** | No | | **Amount of Funding Request Year 1** | Capital | | Revenue | £25k + £15k = £40k | | **Planned Start date:** | Mid February 2010 | | **Amount of Funding Request Year 2 (if applicable)** | Capital | | Revenue | n/a | | **Length of Project/Feasibility or Research Study:** | 3 months | | **Total Funding Requested** | £40k |

1. **Background/Context**

The Capital Ambition Interim Board for the London Collaboration in Construction initiative have identified a need to quickly establish a flexible Outline Strategic Framework in order to set the direction of travel towards best practice for local authorities and to provide the construction industry with a clear message for example: our policies and procurement approaches for sustainable construction materials which in turn will influence the supply chain.

By establishing an agreed Model for construction, the Interim Board will then be able to collate, and where necessary commission the development of detailed content to support the Model in terms of standards, templates, processes, procedures etc. Whilst the Model is being developed a second piece of work will be underway by the group that will baseline where best practice content might already exist along with identifying construction resources and team structures in boroughs.

From work already done by Noel Foley, Happold Consulting, it is clear that London boroughs do not work to collectively agreed models and standards and that inefficiencies result as a consequence.

The required Model will satisfy the first step towards developing much needed co-ordination and a common approach to construction.

### 2. Project Information

| No. | Description | |-----|-------------| | 2.1 | What is the aim of the project? (30 words or less)\
The aim should clearly state the changes you hope to achieve as a result of your work. | | | To establish an Outline Strategic Framework for construction for London into which existing best practice content will be subsequently included or developed as necessary. | | 2.2 | What are the (measurable) objectives of the project?\
Objectives should clearly outline the activities you will undertake and the services you will offer to deliver the aim. Each objective should be a one sentence statement, or a number of statements starting with the word ‘to’. | | | To establish a recognised model of construction best practice for London that will:

- Enable boroughs to demonstrate best practice compliance
- Lead to efficiencies and improved working practices.
- Improved supplier relationship development |

## 2. Project Information

| No. | Description | |-----|-------------| | 2.3 | **How does the proposed project address one (or more) of Capital Ambition’s themes and funding priorities?**\
Capital Ambition themes-Connected London, Delivering Together, Raising the Bar and Developing Capability and priorities set out in CSR 2007, Local Area Agreements, National Indicator 179 and National Improvement and Efficiency Strategy themes of innovation, Empowerment, Economic Renewal and Value for Money.\
Delivering Together:\
20 Boroughs have agreed the formation of the Interim Board and membership is drawn from those boroughs that are acknowledged as being able to already offer examples of construction best practice.\
Eventually, it is anticipated that collaborative procurements will follow once the model and supporting requirements are identified. | | 2.4 | **What benefits are sought from running this project?**\
Be specific in terms cash savings (what, how much over what period?), efficiency gains (how, impact?), Cost avoidance (what, how much over what period?) and Capacity Building. These headings not exhaustive and additional headings can be added where necessary\
This project is the initial work needed to establish a Model Framework to enable best practice to be organised and then promoted to boroughs. Implementation of the Model (once populated with content) will lead to efficiencies and will also help to develop the construction market, supply chains and contractor relationships. | | 2.5 | **Are there any partners involved in the project? If so, how will they contribute to its success?**\
Please list names and roles of any partner organisation involved in the delivery of this project.\
The Office of Government Commerce has indicated a willingness to provide input to the project in terms of best practice and knowledge sharing. |

We require clear information about projected return on investment for projects that claim to deliver efficiency savings. Please use mietool (or a robust equivalent) to support your savings estimates. If you do not have any mietool trained staff please see the following website for further details\
[http://www.londoncouncils.gov.uk/capitalambition/resourcesandperformance/bpcasestudies/mietool.htm](http://www.londoncouncils.gov.uk/capitalambition/resourcesandperformance/bpcasestudies/mietool.htm)

### 2. Project Information

| No. | Description | |-----|-------------| | 2.6 | **What are the outcomes of the project?**\
When considering intended outcomes, you need to ask the question ‘What changes or effects should come about as a result of the project?’\
A standard Strategic Model does not currently exist and boroughs are wasting effort and often duplicating good and bad practice. By establishing the Model, boroughs will have the opportunity to manage their construction projects more efficiently and consistently. Contractors will benefit from increased standardisation and simplified processes, thus enabling them to reduce costs. | | 2.7 | **What outputs will the project deliver and how will you ensure that they are fit for purpose?**\
Outputs are tangible things (sometimes called ‘deliverables’) that are to be delivered by the project e.g. toolkit, procedure manual, training strategy.\
To establish a commonly agreed Model for Construction in London that brings together existing best practice and knowledge. | | 2.8 | **What are the key risks (barriers to success) of this project and how will you minimise the impact of them?**\
Key risks should be identified and graded according to likelihood of occurring (Probability) and seriousness (Impact).\
Risk A (probability low, impact medium) – The Model is not sufficiently strategic (too operational).\
Risk avoidance: The assigned consultant must have demonstrable knowledge and experience of strategic construction models and best practice. | | 2.9 | **How will the project be resourced?**\
Is the project being conducted within existing operational resources or have specific funds been allocated? Please include internal, external, consultants and/or working groups.\
The steering group wish to appoint a suitably qualified consultant at a maximum cost of £25k.\
The work of the consultant will be reviewed by each borough that is represented on the steering group. | | No. | Description | |-----|-------------| | 2.10 | **What are the project reporting arrangements?**\
As a minimum, a monthly highlight report should be completed and sent to the Capital Ambition Programme Management Office using the Capital Ambition Highlight Report template.\
A monitoring project manager will be assigned by Haringey Council and this PM will produce monthly highlight reports to Capital Ambition and the steering group. | | 2.11 | **How will the success of the project be measured?**\
Each measure should be linked to one or more target outcomes.\
The Model will be endorsed by the Interim Board for Construction before being presented for sign-off by the Capital Ambition Board | | 2.12 | **How will you measure the Equalities Impact of the project?**\
You should carry out a relevance assessment before submitting this proposal. Any adverse impacts identified should be outlined in the proposal along with mitigating actions.\
There are no Equalities issues at this stage of the project, although these are likely to become apparent once the necessary content is being collated eg SME's in the construction supply chain. | | 2.13 | **What will be the legacy of the project?**\
Please explain how the work undertaken during the running of this project will continue to deliver benefits after project closure. How will the outputs be owned, maintained or updated?\
Ongoing ownership for maintaining the Strategic Model will be assigned to one borough, and it is anticipated that supporting best practice content will continue to rest with the donating borough. | 2. Project Information

| No. | Description | Responsible Officer (if known) | Scheduled Start | Scheduled Finish | |-----|------------------------------------------------------------------------------|--------------------------------|-----------------------|------------------------| | 2.14 | How will lessons learnt be captured and disseminated? | | | | | | Capital Ambition requires that you keep a lessons learned log to be shared with others who may run similar projects in the future. | | | | | | This initial work is only concerned with setting up the Outline Framework. | | | | | | However, lessons learnt from the London Energy and the Supplier Relationship Development projects have been shared with the Interim Board and it was this debate that generated the need for the Model to be developed. | | | | | | Lessons will also be learnt from other regional construction work-streams, most of which are further advanced than London's. | | | |

Section 3. Key Milestones Please list the key activities, scheduled start and finish date and who has been assigned responsibility

| No. | Description | Responsible Officer (if known) | Scheduled Start | Scheduled Finish | |-----|--------------------------------------------------|--------------------------------|-----------------------|------------------------| | 1 | Submit bid to Capital Ambition and gain funding agreement | Michael Wood | 14th January 2010 | 15th February 2010 | | 2 | Issue request for quotation to consultants | Michael Wood | 16th February 2010 | 26th February 2010 | | 3 | Award contract | Michael Wood | 12th March 2010 | 12th March 2010 | | 4 | Work in Progress | Consultant | 22nd March 2010 | End of May – tbc | | 5 | Draft Model | Consultant | End of June – tbc | | | 6 | Project closure | Consultant | End of July – tbc | |

Thank you for completing this proposal. We are happy to receive a copy by email to CA-PMO@londoncouncils.gov.uk. Please sign and send hard copy to:

Capital Ambition Programme Office Capital Ambition London Councils 59½ Southwark Street London SE1 0AL

Signed……………………………………………………………………Date…………………………………………………………………………………………

Print Name ………………………………………………………………Position………………………………………………………………………………..

Before submission please ensure this proposal has the support of your Chief Executive, and where appropriate Elected Members.